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Someone who doesn't make the (Olympic) team might weep and collapse. In my day no one fell on the track and cried like a baby. We lost gracefully. And when someone won, he didn't act like he'd just become king of the world, either. Athletes in my day were simply humble in our victory. I believe we were more mature then...Maybe it's because the media puts so much pressure on athletes; maybe it's also the money. In my day we competed for the love of the sport...In my day we patted the guy who beat us on the back, wished him well, and that was it.
It is said that it is far more difficult to hold and maintain leadership (liberty) than it is to attain it. Success is a ruthless competitor for it flatters and nourishes our weaknesses and lulls us into complacency. We bask in the sunshine of accomplishment and lose the spirit of humility which helps us visualize all the factors which have contributed to our success. We are apt to forget that we are only one of a team, that in unity there is strength and that we are strong only as long as each unit in our organization functions with precision.
The populist zeal to seek revenge on those who make a lot of money is targeted almost exclusively at corporations. I haven't heard outcries about Hollywood actors who make millions per film, even when those movies are a bust at the box office and the talent at issue has none. There's no outrage over athletes like New York Yankees third baseman Alex Rodriguez's $33 million salary or Celtic power forward Kevin Garnett's $25 million. Nor should there be. These are exceptionally talented individuals whose teams' owners think they're worth every penny.
For those fed up with the lack of mystery at the top of the Premiership, could I refer you to the commanding heights of the Conference. The wide points gap between first and second says we are about to witness the return to the football league of Accrington Stanley. So legendary have they become that everyone across the generations knows them, yet even those of the certain age required (you'd be pushing 60) can scarcely believe they were ever there. What proof do we have that this most Garcia Marquez of football teams was, is and yet may truly be?
I so wreak of logic and commonsense that it is obviously very refreshing in this world of otherwise soulless politically correct denial and dishonesty. God knows America would be the greatest again if she operated like the Nugent family. No takers, no whiners, no gangsters, no dopers, no drunks, no criminals, no bloodsuckers, no excuse makers, no crybabies, no punks, no Obama supporters. My entire team are dedicated to be the absolute best that we can be and as productive as humanly possible. Wouldn't that be great if all of America were like that.
I never really knew what it meant, to win, until one day I was flying on the Phoenix Suns airplane, the team plane, on the way to Chicago. I was talking to Danny Ainge on this flight, and he was talking about the concept of knowing how to win. And so he proceeded to give me from his perspective as an athlete, and now he's a coach, what the whole concept of knowing how to win is, and he said part of it is rooted in experience, the experience of winning, but it's attitudinal, it's the belief that you should, it's the belief that you can, it's the belief.
This is the United spirit: you can play everywhere. If you want to win, you have to accept it. You can see Antonio Valencia playing right-back as well. Only because United play like a team. The team is the star, not only one player, that’s why you can put me and Michael Carrick at centre-back; we’re going to win because it’s the team effort and team spirit. That’s why I’m confident. I’ve said that from the beginning – in six years playing here – the Man United spirit… no one team has got that spirit. This is United. This is why I’m so proud to play here.
The self-esteem of western women is founded on physical being (body mass index, youth, beauty). This creates a tricky emphasis on image, but the internalized locus of self-worth saves lives. Western men are very different. In externalizing the source of their self-esteem, they surrender all emotional independence. (Conquest requires two parties, after all.) A man cannot feel like a man without a partner, corporation, team. Manhood is a game played on the terrain of opposites. It thus follows that male sense of self disintegrates when the Other is absent.
I mean, if you pause over what it means at the age of 76 that Eleanor Roosevelt wrote, the happiest single day of her life was the day she made the first team at field hockey. Field hockey is a team sport. Field hockey is a knockabout - I mean, picture Allenswood, the swamps of north London. It's a messy sport. So she really enjoyed playing this rough-and-tumble sport in the mud of Allenswood, a team sport. And she was very competitive. And she loved being competitive, and she loved to win. And that, I think, was all of the things that Allenswood enabled.
The reason why it is so difficult for existing firms to capitalize on disruptive innovations is that their processes and their business model that make them good at the existing business actually make them bad at competing for the disruption. Companies in fact are specifically organized to under-invest in disruptive innovations! This is one reason why we often suggest that companies set up separate teams or groups to commercialize disruptive innovations. When disruptive innovations have to fight with other innovations for resources, they tend to lose out.
In the face of uncertainty, many companies will default to asking their innovators to study and analyze, which can't actually ever provide a definitive answer. The decision-making systems here are meant to deal with the reality that decisions about innovative ideas will rely on patterns and intuitions. The best venture capital organizations deal with this challenge by staging investment, actively participating in startups they fund, tying decisions to learning as opposed to artificial dates on the calendar, and assembling a diverse team of decision-makers.
What keeps you motivated? The challenge of putting all the elements of a team together and seeing how you do and what you become is the thing that I still enjoy. I also enjoy the associations and relationships with the players and other coaches - to be in the arena, so to speak. I still enjoy that. I'm also at the point, though, that if we're not doing well - it's tough enough as it is - that I'm not going to be hanging on just to be hanging on. Because it's not anything I need from an ego standpoint or anything else. I just thoroughly enjoy what I'm doing.
I want to create a rapid response team, right around the world, perhaps starting originally with our partners, similar to the one we have in the United Nations whereby, where there's a problem in our society which demands a compassionate response, an educated, informed, not just a splurgy emotional thing, but an informed compassionate response that puts yourself in the position of the other and sees all sides of the problem, not just your own, there'll be somebody poised in each society who can write to the media, write an op-ed piece, to go on TV or radio.
I think in college they give you a chance to really mature, form yourself and build relationships. I think that’s what a team is all about, and when you build relationships, it shows on the court and that brings out success. I love the whole attitude of staying in college to take advantage of a free education. I just felt like Kentucky wasn’t a fit for me. The whole attitude and approach of the one-and-dones, that’s good for them, that’s their decision. But I think [Duke] Coach [Mike Krzyzewski] is a guru of basketball. I want to learn from one of the best.
In his sophomore year Wilbanks tried out for the high school basketball team and made it. On the first day of practice his coach had him play one-on-one while the team observed. When he missed an easy shot, he became angry and stomped and whined. The coach walked over to him and said, "You pull a stunt like that again and you'll never play for my team." For the next three years he never lost control again. Years later, as he reflected back on this incident, he realized that the coach had taught him a life-changing principle that day: anger can be controlled.
But [Sunday] as you saw, it was obviously [the media] took some more than initiative to try to get me to kind of go down the wrong path. I know the last two teams that I've been on, I felt like I left those teams prematurely due to media interviews that I've done and things kind of taken out of context and they created sort of a media whirlwind in the locker room and things kind of went downhill from there. I'm just trying to do the best job I can do as far as answering the questions and trying to be a better teammate and not try to throw people under the bus.
Commenting on the decisions of the Bowl Alliance regarding WAC teams: It's a step, no question. Obviously, it's not what any of us wanted, but it's at least a step. We can now say we're part of the Alliance. However, I hope it's not perceived that they bought us off and we're going to go away. It's not fair. It's not right; we still need to fight. We can't let them go away and hide. Other schools are taking a major share of the pot, and that's still a major sore point as far as I'm concerned. But at least this is a step, and better than what we had in the past.
Our junior national teams feature increasing numbers of kids from immigrant backgrounds, but who have grown up in Germany. Their roots are elsewhere, but they feel German. They draw on two cultures, and I believe that's been a real and visible factor in the football we've been playing. One of the best and abiding images was Cacau, a Christian with Brazilian roots, celebrating a goal with Mesut Ozil, a Muslim from a Turkish background. Ozil jumped on to Cacau's shoulders, and they gazed up into the stands, both wearing Germany shirts. It was wonderfully symbolic.
My focus is to push the medium to be what it truly can be. Something well beyond 360-video, which is where a lot of the initial money has gone…but, of course, it’s not real VR if you don’t have agency. So what I’ve been looking for for 25 years is that undiscovered country between gameplay and linear narrative and the emotional engagement of a cinematic narrative. And that takes a huge combination of interesting technological enablements, as well as an understanding of how to bring a multidisciplinary team on a process that is upside-down the traditional process.
I think different societies, cultures, individuals, teams of people, make the world a better place. The founding fathers, they made New England, they made those 13 colonies. I don't know if they thought they were changing the world or just changing their world, but they did make the world a better place. Doctors that cure patients or cure diseases or make discoveries, they're making the world a better place. Can I make the world a better place by selling underpants? Not really. That's just the means. That gives me resources to try to make the world a better place.
It was my freshman year. I was living across the hall from a girl named Kasey Klepper, whose brother, Jordan Klepper, used to be a big part of Kalamazoo's improv team. Kasey took me to see one of their shows, and my face melted off. I thought, I need to do this... I auditioned, but didn't make the team. So, I took my first acting class, and it opened my eyes to a whole new world. I'd always been interested in performing on some level, but now, I was going to do it. I tried out again and got onto the team, and from then on, I was sucked into the whole theater scene.
Film team kept me very, very shielded when I was that young, because of course, I was seven years old. You know, you're still kind of reading. It's still kind of like, "Cat." "Dog." "Ann jumped over fence." So I guess in a way it helped me progress in school, too, because I was reading so much and memorizing so much. But they kept me very shielded from everything that was going on in the The Amityville Horror. I didn't know anything, basically, about the film. I just knew that it was a scary film. I wasn't allowed to watch it. I can watch it now, I'm just too scared.
"Leadership" is a big topic today. We know that the world - nations and communities in addition to companies - needs more and better leaders. So I wanted to explore how leaders make a difference, how they can shift a negative cycle, turn around a losing organization, propel a team to victory when conditions aren't perfect. I saw that what leaders do is build confidence in advance of victory. Then the confidence they produce makes the hope of success turn into the reality of success, because people behave differently when they are surrounded by a culture of confidence.
Sourav's greatest asset is his ability to communicate. He is a naturally very confident person. He encourages his team, is a great motivator and a born captain. He is not the media's blue eyed boy because he is a very straightforward person, who never minces his words, instead he talks in a no nonsense manner to the press. He shares an extremely healthy rapport with his teammates. His leadership skills are also vouched for by the youngsters in the team. He has phenomenal brand value. He's the new-age Indian, an aggressive go-getter, full of self-belief, determination.
Major League Baseball's labor negotiations involve two paradoxes. The players' union's primary objective is to protect the revenues of a very few very rich owners - principally, the Yankees'. The owners' primary objective is a more egalitarian distribution of wealth. The union believes that unconstrained spending by the richest three teams pulls up all payrolls. Most owners believe that baseball's problems--competitive imbalance, the parlous financial conditions of many clubs--result from large and growing disparities of what are mistakenly treated as 'local' revenues.
I do not know how history will judge me, but let me say that I've spent a lot of time and energy trying to transform the Tatas from a patriarchal concern to an institutional enterprise. It would, therefore, be a mark of failure on my part if it were perceived that Ratan Tata epitomises the Group's success. What I have done is establish growth mechanisms, play down individuals and play up the team that has made the companies what they are. I, for one, am not the kind who loves dwelling on the 'I'. If history remembers me at all, I hope it will be for this transformation.
My best career moments have come being a fan first. Because that's why we love sports, and that's why I got into sports - those highs and lows on that roller coaster ride that I don't want to get off - because I enjoy the highs as much as I enjoy the lows. The highs are even better when you experience the lows, and that can apply when rooting for your favorite sports team or your career. It's also important not to get too high or too low, and it's also important not to listen to the noise. You just have to do it for you in those career moments because they're gonna come.
I know that I present very - they say that I present very, very calm and very, very smart, very articulate, elegant. Yeah. And I go, 'Brilliant teams of makeup and wardrobe happened to dress me and clothe me and put my face on and do my hair. And then these brilliant teams of writers give me words to speak. I just need to make sure that I have them all in this combination in my body, in my being, and then I get to do it on camera, in front of a brilliant team of camera workers who really know how to like me and make me sound good.' So I'm just really a dork in real life.
Agile leaders encourage their teams to adjust and experiment constantly. In today's age of oversharing, the best leaders also have to be more open and accessible. To be effective, you also have to be aware of how others perceive you and cop to your flaws every now and then. One of the lesson to successful leadership may be quite challenging but very important. Expose yourself. Allow yourself to be vulnerable - less super and more human. These "Leadership 3.0" practices, as I call them, are critical to being an effective manager when you're getting started in today's world.
There are complaints that it's hard to remember what you can say and what you can't, which words are 'in' for certain groups and which words are not. And yet we started out learning that the 'kitty' on the sidewalk was actually a squirrel, we learned to differentiate between fire trucks and school buses, and many people today know the difference between linguini, fettucini, and rotini. The same people who say they can't remember the 'right' terms in referring to people are often whizzes at remembering which professional sports teams have moved where and are now called what.
You can have a team of unconventional thinkers, as well as conventional thinkers. If you don't have the support of others you cannot achieve anything altogether on your own. It's like a cry in the wilderness. In each instance there were others who could see the same thing, and there were others who could not. It's an obvious difference we see in those who you might say have a bird's eye view, and those who have a worm's eye view. I've come to realize that we all have a different mind set, we all see things differently, and that's what the human condition is really all about.
In no organized sport do the participants have to endure days of struggle just to get to the starting line of their event. The option to drop out of a race that is going badly does not exist for a climber halfway up a big route, and may entail more risk than pushing on. A team of volunteers will not be waiting with warm blankets and hot food at the next bivy ledge. When you reach the summit, having overcome the challenges that inspired you for months or years, you are not at the finish line. The race is not over. You can't relax and let your guard down like a normal athlete.
I think people fail to realize that teams and organizations have been stacking teams since way back in the day. The Lakers had the Showtime era. Boston had six hall of famers on one team. You had Detroit, the New York Knicks, and now the Miami Heat. They were stacking their teams back then, it just fell off over the years and now it picked back up. Boston did it first, then LA. I was fortunate enough to play against them when they had Shaq, Kobe, Rick Fox, Gary Payton, Karl Malone... that's five hall of famers on one team! So you can't get mad at Miami for doing what they did.
But before Derby go, would they mind telling the rest of the Premier League - the league which it has debased with its pathetically-inadequate presence for the past 12 months - where the money has gone? You know, the £30m or so in prize money that every team, even the one at the bottom of the table from August to May, automatically receives by being in the Premier League... So what happened to that money? Or put another way, why was such a meaningless fraction of it spent on recruiting new players? It's one thing not to compete; it's quite another not to even attempt to do so.
Change masters are - literally - the right people in the right place at the right time. The right people are the ones with the ideas that move beyond the organization's established practice, ideas they can form into visions. The right places are the integrative environments that support innovation, encourage the building of coalitions and teams to support and implement visions. The right times are those moments in the flow of organizational history when it is possible to reconstruct reality on the basis on accumulated innovations to shape a more productive and successful future.
There is another side [to ego] that can wreck a team or an organization. That is being distracted by your own importance. It can come from your insecurity in working with others. It can be the need to draw attention to yourself in the public arena. It can be a feeling that others are a threat to your own territory. These are all negative manifestations of ego, and if you are not alert to them, you get diverted and your work becomes diffused. Ego in these cases makes people insensitive to how they work with others and it ends up interfering with the real goal of any group efforts.
That race was so hard and I am very happy with the result in the end. Michelin did a great job with the tyres ? the grip on the edge was unbelievable! When I opened the throttle there was so much traction it was incredible. My team has done a great job and even if we didn't win we improved again in the World Championship. It is good to be the best Michelin finisher and the first Honda home as well. I'm confident in Malaysia that we can take revenge on Bridgestone! They did a great job and Loris rode very hard ? congratulations to them. A good battle to watch for the fans I think.
I want to share that I had and still do, and a great relationship with Angela Ahrendts. She was the CEO of Burberry. One of the things that I saw her do at Burberry was that every person she screened for a job, they had to go through the trust test. Do they understand what trust even means. Do they consider it in their life. If people didn't pass that part of the test, they didn't get into Burberry, because she wanted a team. It was extraordinary to be with her, because she brought them to the height of their best behaviors, including trust, which is the most important thing here.
I can't imagine where I'd be without the opportunities provided to me in sports. Sports taught me that gender isn't an issue; in fact, when people talk about me being the first female governor, I'm a little absent from that discussion, because I've never thought of gender as an issue. In sports, you learn self-discipline, healthy competition, to be gracious in victory and defeat, and the importance of being part of a team and understanding what part you play on that team. You all work together to reach a goal, and I think all of those factors come into play in my role as governor.
I have participated as a leader in many organizations where the leadership culture was just mean - ugly, where competitiveness, and destructive relationships stymied progress. There should be healthy tension and candid debate, but leadership teams need to practice communication, relationship building, emotional intelligence, and be aligned around common purpose to achieve organizational success. Senior leaders, chief executive officers, others need to ensure they are fostering the right environment for leadership otherwise all of that ugliness will trickle through the organization.
When cancer first came into my life, people all around me treated it as the enemy. I was told I had to join the medical team and we'd fight together to defeat it. This was the wrong thing to say to someone who was the last one to be picked for any team. I was much happier sitting on the sidelines and encouraging the other players. I was totally unskilled at defeating anything. So I secretly went my own way and decided that I was free to choose the meaning of the healing experience. I decided I would develop a friendly relationship with the cancer, which was something I was good at.
Our mother always taught us to be in control of our voice and our bodies and our work, and she showed us that through her example. If she conjured up an idea, there was not one element of that idea that she was not going to have her hand in. She was not going to hand that over to someone. And I think it's been an interesting thing to navigate, especially watching you do the same in all aspects of your work: Society labels that a control freak, an obsessive woman, or someone who has an inability to trust her team or to empower other people to do the work, which is completely untrue.
Everything I have is ready to wear, but I have the ability to have different options within the same brand. I have the Theyskens' Theory collection where it's a personal approach to how I build the collection where I fuse more fashion-y ideas and it has my name on it. So it's really something very research- and labor-intensive. And then I have the Theory brand where I infuse all points of view about fashion at large, and it's more global. It's really about making something succeed. You have an instant relationship with stores, and with sales teams, and people that are in the place.
Back when I played, basketball was all about fundamentals, about hustling, getting those loose balls, all those rebounds under the basket. That equals up to 12, 14, 16 points. You can lose a game with that much. It's different watching basketball now. People don't play the same way. It doesn't matter if you score, if you can't stop the other team from scoring. Our coach used to kick our ass if we didn't. I was told if you saw more of the other team color under the basket than your own team color, you ain't doing your job. Everybody should be under the board, trying to get that ball.
When it comes to staying myself - my career isn't my life, it doesn't come home with me. So it's a piece of piss staying grounded and not being changed by it. The same things I've always liked still satisfy me. My team's the same and my group of friends are the same. Of course I'm bowled over by people's response to 21, and when I meet artists I love, it blows my mind. But it baffles me as well. I go home and my best friend laughs at me, rather than going to a celebrity-studded party to rub shoulders with people who know me but who I don't know. I'm Z-list when it comes to that sh**.
When Johnny came to Baltimore the same time I came we were rookies. He did have some pro experience. He did go with the Pittsburgh Steelers and they cut him. I had no pro experience. My thing was that hey I got to make this team. Johnny Unitas wasn't Johnny Unitas.He was just like every other quarterback. You couldn't see the things we know that evolved out of that years later. As the years went on I could really start to see him settle in that position. Fortunately for Johnny U., Weeb Ewbank was there and he worked with his quarterbacks. He had them knowing every aspect of the game.
Everything I did to get back, if it wasnt for my team, it was for my city. Thats one thing that I bought into from Day One. Im not just here in this city to play football, Im here to actually create real change in this city. If my effort can give you hope, faith or love, then so be it. Ill give everything I have, and today was about me giving everything that I had, showing people that no matter the circumstances that you may be going through, just push through it. If you can push through it, you will encourage somebody. Today, hopefully through what I did today, somebody was uplifted.
I suppose you do think about the time that's allotted to you more than when you were younger. The mortality thing obviously has a stronger pull for you. It's an imminent truth; it's not necessarily a bad thing. You realize - much earlier than my age now - that you won't be able to play for England's football team, just to take a really crass example. So you can't have that life again. Unless you believe in reincarnation or whatever. Reincarnation? That's a whole other question. I find people who talk about that sort of thing in interviews idiotic. And I don't want to go down with them.
I am not bound by material things. It's being successful that drives me forward. I love success. I don't wake up in the morning thinking 'Great - I've got one million pounds in the bank'. I wake up happy because I am a successful part of a successful team. It's that success that brings all the media coverage, the first-night parties, the endorsements. I will never lose sight of that. It has come very quickly - sooner than even I expected. But it's great to know that if I continue in the same vein, then I can do exactly what I want with the rest of my life. I will be financially secure.
One of the reasons I'm lucky is to be around an owner like Jerry Jones. I'm not just saying it. The reality of it is the guy wants to win. As a quarterback, you need ownership and people in the front office and organization to help you win. If you don't get that help, you're always going to be fighting an uphill battle. You feel that, being a part of this organization with Jerry, that he's going to bring in people and sign people and want to improve this football team every year. It allows you to feel like, hey, we have a chance and I have a chance to do some special things around here.
